From the perspective of communication as constitutive, organization–stakeholder dialogue about corporate social responsibility constitutes the main intersection of organization and environment. Sustainability reporting has emerged as an important tool used by organizations and their stakeholders in the regulation of that intersection. This study examines the evolution of a de facto standard for such reporting, the Global Reporting Initiative Guidelines, from their inception in 2000 to the current form. The study focuses on the Global Reporting Initiative’s specifications regarding stakeholder engagement; these specifications are conceptualized as institutional messages. Analysis reveals how the changes in features of these messages have helped position sustainability reporting as a new genre of organizational communication. Results are consequential for theorizing the nexus of communication and organization, as seen in the role of micro matters of language constituting a product of communication design that has helped shape organization–stakeholder collaboration worldwide.

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Studies have shown that positive work reflection during evening leisure time is related to short-term affective benefits at bedtime and in the next morning. This study examines whether the favourable outcomes of positive work reflection persist into the next workday and tests mediating processes between evening positive work reflection and next-day work engagement. Based on daily survey data from 152 employees (total of 687 days), we found that positive work reflection predicted next morning perceived work meaningfulness, next morning psychological availability, and next-day co-worker support. Perceived work meaningfulness and co-worker support, but not psychological availability, in turn, predicted afternoon work engagement. Work engagement predicted subsequent positive work reflection. This study demonstrates that positively thinking about work-related issues during leisure time is associated with positive outcomes during the next workday, which prompt subsequent positive work reflection. Practitioner pointsEmployees should be encouraged to reflect positively about their day at work during after-work hours; instead of striving for full mental disengagement from work, employees could develop habits of positively reflecting about their workday during evening hours. Being fully engaged during the day at work may support positive work reflection during the evening; accordingly, employees may focus on work experiences characterized by high vigour, dedication, and absorption. Being aware of one's work meaningfulness and receiving co-worker support is helpful for translating positive work reflection into work engagement; accordingly, mental exercises that emphasize meaningfulness and acts that facilitate co-worker support might be effective tools for increasing work engagement.This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium, provided the original work is properly cited.

A key challenge facing global teams lies in overcoming status differences in order to elicit participation and input from all members. This study extends prior research-which has focused largely on individuallevel factors such as language, culture, and location that create status differences that fracture teams and reduce participation-by examining members' underlying orientations to participation, team practices that encourage these, and their impacts on global team effectiveness. We draw on a rich multilevel, mixed-method data set consisting of 45 in-depth interviews and a comprehensive analysis of conference calls from 9 global teams in a multinational integrated mining, minerals processing, and manufacturing organization. We identified three orientations to participation (Help, Learn, and Engage). Team-level analysis revealed team practices that encouraged certain orientations to participation to emerge, in particular relationships across sites and input solicitation. Only the Engage orientation was positively associated with overall global team effectiveness. Implications of these findings are discussed.

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